Investigate, Review, Reflect, Act

Reflect on a difficult conversation#

Think about a time when a boss had to have a hard conversation with you, and ask yourself the following questions:

• How did they approach it?

• What words did they use?

• How did they approach it?

• Was it effective?

Take note of what you can learn from this reflection when it comes to the future difficult conversations you'll need to have with your team members. What would you do the same way? What would you change?

Practice with your peers#

Talk to one of your peers about how they approach corrective feedback, and ask them to role-play a conversation with you. Reverse the roles so that you each get a chance to be in the awkward hot seat. Consider acting out different scenarios, including at least one where the recipient does not take the corrective conversation well.

Investigate PIP templates#

If you aren’t already aware of one, ask your HR partner for a template or format for a PIP. If the company doesn’t have one, talk with an HR manager about creating one. Write up an example, and submit it for their consideration for thoroughness and/or clarity.

Investigate the post-PIP process#

Talk to your HR partners about “post-PIP” effects. Does HR keep records of employees who have successfully completed a PIP (and reversed their poor performance into acceptable performance), or do they “wipe the slate clean”? There are pros and cons to both approaches, but most of all make sure you know company policy before an employee asks you this question.